Social Media Skills: Community Roundtable discussion

Binhammer Social Business
Social Business & Communications Consulting
How to Find Community & Social Talent
Using an Assessment Model:
A Review and Discussion
April 2, 2014
The Community Roundtable – “the network of the
smartest social business leaders”

2Binhammer Social Business
Skills:
Important to what
people do
&
how business
succeeds
Always changing

Skills Change.
Business
Organizations?
Organizations do not change.
People do.
Your Boss
Colleague
1
Colleague
2
Colleague
3
Boss
Assistant
3
The Networked
Community of Business

Change has
come fast
Still the early
phase of
adoption &
integration
Source: Altimeter State of Social Business, 2013
Company size (5,000+ employees) = 19 to 50
full time staff working in social media

Talent Gaps Across the Board
Source: Online Marketing Institute, Digital Talent Marketing Study, Nov 2013
5

Rapid Change & Adoption: Pressure Points
On Skills, Impacting Business and Success
• 74% of business executives say their company has a
digital strategy, but only 15% believe that their
company has the skills and capabilities to execute on
that strategy.
• 68% of business-unit leaders believe the functional
teams in their companies act as barriers to effective
coordination.
“The need to think of your company as part of a dynamic
ecosystem of value that connects digital resources inside
and outside the company” Forrester, Future of Business as
Digital, March 2014
• 66% of marketers feel digital is critical to their
company’s success and yet less than half feel highly
proficient in digital marketing. Most digital marketers
don’t have formal training; 82% learn on the job.
Adobe, Digital Distress Study, Sept 2013
• Executives cite overall organization shortcomings,
including: new approach to managing talent by
applying flexible team structures, engaging outside
collaborations…and building and acquiring the skills
necessary to carry out a digital business
agenda….companies need to be resourceful in
developing homegrown skills.
McKinsey 2012, Digital and Executive Challenges
• The top 3 executive concerns related to social
adoption: 1) IT security 2) skills 3) compliance
Hootsuite IDG white paper, March 2014
• CEOs indicate concerns about finding and keeping the
talent their companies need to realize their digital
goals.
McKinsey August 2013, Bullish On Digital
• 65% percent of social media staffers juggle other
responsibilities, while only 27 percent focus exclusively
on the emerging platform.
Ragan Survey, December 2012
• By 2018 the US is predicted to lack around 1.5 million
managers and analysts with sufficient technical and
digital know-how to make effective decisions.
• Over 90% of the companies stated that they did not
have necessary skills in the areas of social media,
mobile, internal social networks, process automation
and performance monitoring and analysis
• Despite the skills shortage, only 46% of companies are
investing in developing digital skills. Only 4% of
companies interviewed are aligning their training
efforts with their digital strategy.
Cap Gemini, The Digital Talent Gap, 2013
• 64% of marketers expect their role to change in the
next year and 81% believe their role will change in the
next three years.
• The path to reinvention remains a challenge.
Respondents cited lack of training in new marketing
skills (30%) and organizational inability to adapt (30%)
among the top obstacles to becoming the marketers
they aspire to be.
Adobe, Digital Roadblocks, March 2014
6

Why Skills Matter
Community
Managers see
implications of
skill gaps across
departments

Why Skills Matter
Behind every social
strategy & use of
social platforms by
business
The need for
professionals with
increasingly deeper
and sophisticated
skills

The Idea:
Delivering Social
Media Excellence
Talent and skills
across diverse
functions +
Breadth of expertise
across departments

The Framework
Talent Assessment
Across
Organization
Mapped to
Strategy
Requirements
Content
Production
Project
Management
Skills particular
to Social Media
Social Specific
Skills
Social Media
Center of
Excellence
Leadership Skills
30+ competencies. Basic,
Intermediate & Strategic
Levels
Processes, Internal &
External
Tools, Governance
Resources
The Social Strategy for Business

How it Works
Focused on social
skills across
business
departments
Integration of social
skills into various
business functions
1. Identify ideal skills inventory to deliver
the Social Strategy. Do you have them?
Alter Strategy/Expectations
Professional skills development
Hire staff with required Skills
Utilize agency resources
Redefine Business-Agency Mix
2. Identify skills inventory in place.
Determine how to proceed with the
Social Strategy.

Putting the Picture Together

By the way,
on a personal
note
another real
value that I
believe in
(hope you might
also agree)
PEOPLE
Graphic Credit: Gapingvoid

Amazing Partners
Mark Dollins, North Star
Communications
Consulting offers core
capabilities in marketing
and communications
talent development
Shel Holtz, Holtz
Communications
+ Technology offers
content, digital and social
media strategies, internal
communications consulting,
speaking and training.
http://sme-squared.com/
SME² is focused on defining
social media competencies,
assessing talent, enhancing
capabilities, leveraging
current staff levels and
recommending changes that
can improve work flow.

Example from each category,
re:slide 10
Sample skills and levels defined

Content Production: Blogging
Minimal/Foundational Exposure: Demonstrates ability to
post relevant and timely content and consistently
delivers well-written, length-appropriate copy with an
authentic personal voice with editing. Shows ability to
connect content consistently to the business/brand.
Posts routinely deliver value to readers/audience beyond
a company news release and link to credible third
parties. Blog posts often generate comments from
readers and/or are shared on the Web or other channels
through links back to the blog posts. Responds to
comments in a timely manner and in a way that extends
the “conversation.”
Capable/mid-level: Strategically drives content in ways
that position the blog/blogger as a knowledgeable source
and industry leader with little to no editing or direction.
Uses social media tools to further refine and define
timely content that drives increasingly stronger
readerships and increasingly higher levels of
engagement/comments and responses.
Advanced/Mastery: Successfully coaches others to blog
with increasingly stronger levels of success. Extends blog
reach and credibility using third parties/guest bloggers.
Strengthens blog readership and presence through
integrating other tools (video or podcasting) and utilizing
other social channels. Routinely brings emerging best
practices in blogging to company/brand blogging efforts,
while creatively exploring new/organic practices that
drive blog success.
Blogging: A discussion or informational site published on the
World Wide Web consisting of discrete entries ("posts") typically
displayed in reverse chronological order (the most recent post
appears first) and with links to other blogs and sources. A blog
consists1616 primarily of text-based commentary and personal
opinions – but may also feature video, graphics, and other digital
media -- resulting in comments and interaction that distinguish
blogs from other static web sites.
16

Project Management/Social:
Social Visual Communications
Minimal/Foundational Exposure: Consistently identifies
appropriate social sites with little to no direction and
matches to company visual assets in order to garner attention
and traffic, reshares/likes/favorites/repins etc.
Capable/mid-level: With no direction, proactively tells the
business story in a strategic way on the Web using visual
communications, integrating on- and off-domain, as well as
with text and other tools. Deploys solid measurement
capabilities across all platforms and collects and analyzes
data in timely ways to drive actionable decisions.
Advanced/Mastery: Demonstrates capacity to integrate Visual
formats across all on-domain social platforms and build an
effective proactive visual story telling strategy. Deploys that
strategy across various social visual sites. Provides strategic
counsel to business segments and products seeking constant
guidance on best visuals and sites to maximize connection
with customers.
Social Visual Communication: Understanding the shift
from text to the use of visuals as a primary
communication tool and how to make business use of
visual social platforms, such as Flickr, Instagram,
Pinterest, Tumblr and Vine, to drive a business result.
Credit: Hugh Mcleod, GapingVoid visual 17

Social Specific Skill: Internal
Social Media Minimal/Foundational Exposure: Understands tactical
use of social media tools for internal applications
(wikis, blogs, IM platforms, etc.) and is active in that
space; can deploy tactical use of platforms like
Yammer, Sharepoint, and Bright Idea to drive awareness
and understanding of organization/brand priorities and
uses them to drive dialogue, feedback and engagement.
Capable/mid-level: Uses social media platforms
strategically to drive short and longer-term business
priorities, and enable collaboration on most critical of
business growth drivers. Drives not only the deployment
of social media platforms, but change management
strategies to ensure that employees adopt new
behaviors that drive use of social media platforms and
tools. Defines and uses metrics and analytics that drive
actionable decision-making for the business and for
social media platforms and tools. Innovates to drive
new uses of social media platforms, and effectively
partners with Legal, HR, IT and business/brand
priorities and social media policy development for
internal stakeholders. Links internal to external social
media strategies, and actively seeks solutions for the
mobile employee.
Advanced/Mastery: Actively seeks and deploys cutting-
edge social media capabilities and drives internal social
media competency development in others. Drives clear,
compelling social media strategies, and influences
internal brand and global reputation priorities. Drives
policy decisions to optimize social media.
Internal Social Media: Collaboration, innovation and productivity
are the key benefits of using social media internally. Deploying
these platforms behind the firewall, organizations not only must
help employees understand what the tools are; they must deploy
change management discipline to ensure employee behaviors and
attitudes support the adoption of these tools.
18

Center of Excellence: Digital &
Social Project Planning
Minimal/Foundational Exposure: Consistently demonstrates
tactical planning expertise that delivers measureable outcomes
with social media efforts, such as increased traffic, brand
awareness or affinity, or product sales. Demonstrates
consistently effective use of planning tools, and with some
direction, can produce a plan that shows clear strategic
concepts, a well articulated goal, achievable milestones and
reporting capabilities.
Capable/mid-level: With little to no direction, integrates social
project plans with more comprehensive business programs to
drive business results. Can drive multiple social media efforts
using integrated planning, platforms and effectively sells-in
plans to P&L owners. Consistently demonstrates capacity for not
only designing plans, but flawlessly implementing them.
Effectively anticipates roadblocks and works proactively to
mitigate/remove them without having to compromise on
expected deliverables from the plan.
Advanced/Mastery: Coaches and develops business project
managers on how to include social business planning as part of
their projects. Drives increasingly stronger planning capabilities
(including new/evolving tools and processes) that deliver on
expected results for the business and from the team. Provides
counsel on actions, social platforms, digital assets to be
deployed, timing, plans for engagement with key audiences and
engages senior executives in their roles or as supporters of the
plan, and drives that capability in others.
Digital/Social Project Planning: Effective social media
efforts don’t happen by accident. They come from identifying
strategic courses of action in the digital and social field
(programs of actions, social platforms and digital assets to be
deployed, timing, plans for engagement with key audiences).
They demand a thoughtful allocation of business resources
(budget and people) to achieve a specific business result –
which can, and should, be measured.
19Graphic Source: Center of Excellence Models, Altimeter

Social Media Skills: Community Roundtable discussion

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Social Media Skills: Community Roundtable discussion

Similar to Social Media Skills: Community Roundtable discussion (20)

More from Richard Binhammer

More from Richard Binhammer (6)

Recently uploaded

Recently uploaded (20)

Social Media Skills: Community Roundtable discussion